مقالات فارسی
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Interdisciplinary Journal Of Management Studies (29810795)15(3)pp. 549-568
While concepts such as organizational intelligence and critical thinking are continually studied by different scholars, Organizational Stupidity (OS) has received less attention in academic researches. This conceptual study investigated OS and different characteristics of it to present a model for OS. To this end, a combined method including Grounded Theory (GT) and Interpretive Structural Modeling (ISM) was adopted. The qualitative part was comprised of face-to-face in-depth interviews with 12 respondents who worked in Iran Revenue & Agency (IRA), Isfahan Province Branch. A snowball sampling was employed in which the early participants were asked to introduce other people with information about OS. The data collected from interviews was analyzed using open coding, axial coding, and selective coding, and the conceptual model of OS was proposed using the GT assumptions (i.e., casual conditions, intervening factors, contextual factors, strategies, and consequences of the OS). In the quantitative part, the proposed model was restructured using ISM. For this purpose, two questionnaires were deigned, and the experts of senior faculty of academics (including 8 individuals) were asked to answer them. The proposed model shows the main reasons for OS by level of importance, and predicts the strategies for reducing the OS and its consequences. This model can be used to plan strategies for managing and reducing OS in organizations.
Human Systems Management (01672533)43(5)pp. 773-788
OBJECTIVE: The present study aimed to provide a talent management model for Mobarakeh Steel Company (MSC). METHODS: The research method in this study is a mixed method including qualitative and quantitative methods. Qualitative data were collected through interviews with experts and informants and then analyzed by grounded theory. Then, quantitative data were collected from employees and managers and analyzed by Partial Least Square (PLS) analysis. Finally, an interpretation and conclusion were made. In the qualitative section, the research community consists of 15 managers and experts of MSC. In the quantitative section, 300 managers and experts were selected as a sample, and questionnaires were distributed and analyzed. RESULTS: The results of the interview analysis extracted 86 concepts, which were classified into 5 categories including causal conditions, central phenomena, contextual factors, strategies, and consequences. The results of the qualitative section show that causal conditions had a significant effect on the central phenomenon (with a coefficient of 0.89). In addition, the effect of the differentiation of susceptible manpower on contextual factors (with a coefficient of 0.82) was confirmed. Contextual factors have a significant effect on strategies (with a coefficient of 0.93). The results also show that the intervening factors (with a coefficient of 0.74) have a significant effect on the strategies and the talent management process (with a coefficient of 0.92) also has a significant effect on the consequences. CONCLUSIONS: The results provide insights and practical suggestions for managers who decide to design human resource system with a talent management approach. Additionally, the findings of this research help managers to better understand the factors that have an impact on talent management. © 2024-IOS Press. All rights reserved.
